10 Things That Make A Great Project Manager

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• 10 Things That Make A Great Project Manager
• 1. Understand your Clients goals and
  concerns.
• 2. Be proactive to problems not reactive.
  Resolve them quickly and fairly
• 3. Know the Master budget.
• 4. Know the Master schedule.
• 5. Monitor the project site. Photograph it.
  Compare progress to your
• schedule.
• 6. Keep documentation as current as
  permissable i.e., reports, contracts, change
  orders, etc.
• 7. Hold the Contractor, Architects and
  others accountable.
• 8. Read and understand the terms and
  services promised in all contractual
• agreements.
• 9. Make certain the Client is participating
  and providing required information.
• 10. Ensure project meeting are conducted
  thoroughly, efficiently and are
• informing the participants and resolving
  their issues.

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• The largest private project in the U.S. is
  going on right now just blocks from my office in
  Las Vegas at City Center.......
• 9.5Billion
• and growing.

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• The tallest structure in the world, Burj
  Dubai, just passed 668 meters, and is still
  growing..
• - ENR News-Record, May 12,
  2008

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• Surround yourself with good people
• Using CURT models, and applications of what we
  had seen and heard at the various CURT
  conferences, we have shifted our hiring criteria
  into a new paradigm, which I will speak to in
  more detail later.
• 2. Treat others the way you want to be treated
• Collaborative, safe environments, cost
  effective, honest/open partnered dialogues.
• 3. Deliver more than you promise
• I met with one of the principals of J.E. Dunn
  recently, and he told me they used the CURT White
  Paper on BIM as one of the key documents in
  making their strategic decision to move headlong
  Into embracing BIM technologies that allows them
  to over-deliver to their clients.

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• Projected Construction Costs
• From 2002 through 2009
• St. Charles 500 Million
• (Casino Build-out, New Hotel/Conference
• Center, Night Club, Circle Bar, Ameristar
• Blvd.)
• Black Hawk 320 Million
• (New Hotel, Casino/Garage Expansion)
• Vicksburg 150 Million
• (Casino Expansion, New Garage, Hotel
• Renovation)
• Kansas City 110 Million
• (Hotel Renovation, New Garage, Casino
• Renovations)

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St. Charles Safety and Positive Reinforcement

• St. Charles Site Stabilization
• Dynamic Compaction
• Utilizing modern technology resulting from
  interaction at CURT Conferences and dialogues
  with other CURT partners

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St. Charles Safety Plan

• Ameristar created
• a contractual requirement for
• a pro-active emergency / evacuation /
  prevention / protection plan to mitigate project
  risks.

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St. CharlesPrivate/Public Partnering To Improve
Site Access
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St. CharlesFurther Positive Reinforcement

• Lunches for workmen creates positive
  reinforcement of jobs well done.
• Free hotel night for workmen and their
  significant other

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Black HawkBIM Application

• Difficulties involved with a remote site
  created the need for shop-quality fabrication,
  bar code labeling, staging, deliveries, and
  installation to reduce conflicts and avoid
  changes.

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Black HawkSite Safety Management
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Black HawkImplementation of Technology Deployment
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Black Hawk - Results.

• Invested 300K in BIM and avoided 700 potential
  collisions
• Gaining 3 days per month schedule
• Zero lost work time through accident or injury
• Improved production and job site cleanliness

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VicksburgProcess Transformation Work Force
Development

• Draining the basin/dry docking the barge
• in an area with a shortage of labor with critical
  skills

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VicksburgEducation Implementation

• Is it a building, or is it a boat?
• Collaboration with authorities having
  jurisdiction to determine code compliancy and
  governance of conjoined structures

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Vicksburg - Parking Garage
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We manage

• People
• Projects
• Process

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Ameristar Design Construction Facts

• We manage about 1B of active projects
• Distributed amongst 5 significant and 115 lesser
  scale projects
• Departmentally, we operate on an annual overhead
  in-house of between 2-3 (GA/total spend)

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We staff our Las Vegas HQ Design Construction
Department

• Design (3)
• Construction (3)
• Contracting (2)
• Finance/Accounting (6)
• Administrative Support (9)
• Purchasing (3)
• Legal (3)

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We staff on-site

• Project Director (1)
• Project Managers (2-5)
• Design Manager (1-2)
• Administrative Support (1)
• On-site Architect..varies
• On-site General Contractor.varies

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We out-source

• Estimating
• Scheduling
• Supplemental Legal (jurisdictional)
• All Design beyond concept
• All Construction including pre-construction
• Printing
• Document Control
• Financial Audits

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In 2006 through 2008 we

• Renovated, commissioned, or opened 2,000 hotel
  rooms
• Put in place 750M of Development
• Executed CEO succession plan due to the loss of
  our Founder
• Assessed the type and durability of our human
  assets

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In 2008 we

• Began to invest in a talent-based organization
  versus a technical skill-based organization
• Keys noted in CURT conferences were collaborative
  relationships and alternate contracting
  approaches
• These required dynamic shifts in selecting people
  with the ability to alter their learned behavior
• What does that mean?

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Talent-Based Organizations Choose.

• Relationship building
• Persuasion
• Growth Orientation
• Conceptualization
• Intelligence
• Focus
• Executive Skills
• over

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Skill-based Organizations.

• Managerial Thinking
• Task Orientation
• Ego Driven
• Poor Response to negativity
• Lack of broad vision
• Lack of flexibility
• Individual Over Team

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Closing Validation of CURT Applications in
AmeristarsDevelopment Process

• Education Implementation
• Process Transformation
• Safety Improvements
• Technology Deployment
• Work Force Development
• BIM
• Which has resulted in removing our fear
• of understanding new processes, allowing us to
  operate more efficiently

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